annual report - home indigo shire council...post indigo shire council po box 28 beechworth, victoria...

Annual Report2015-2016

PO Box 28, Beechworth 3747Phone 03 5728 8000 | Local Call 1300 365 003

[email protected]

Annual Report2015-2016


[email protected]

Contact us

Phone Local call: 1300 365 003Email [email protected] Post Indigo Shire Council PO Box 28 Beechworth, Victoria 3747Fax 03 5728 1676Website www.indigoshire.vic.gov.au

Head OfficeAddress The Pines, 2 Kurrajong Way, Mayday Hills, Beechworth, Victoria 3747Hours 8.30am - 5.00pm (Monday to Friday)

Customer Service Centres

Beechworth Office Phone 03 5728 8000Fax 03 5728 1676Address 101 Ford Street, Beechworth, Victoria 3747Post PO Box 28 Beechworth, Victoria 3747

Yackandandah Office Phone 03 5728 8000Fax 03 5728 1676Address 34 High Street, Yackandandah, Victoria 3749Post PO Box 28, Beechworth, Victoria 3747

Chiltern Customer Service Centre Phone 03 5728 8000Fax 03 5728 1676Address 40 Conness Street, Chiltern, Victoria 3683Hours 9.00am-12.30pm/1.30pm-5.00pm

Rutherglen Customer Service Centre Phone 02 6033 6801Fax 02 6032 7427 Address 153 High Street, Rutherglen, Victoria 3685Hours 9.00am-12.30pm/1.00pm-4.30pm (Tuesday to Friday) 9.00am-12.00pm (Saturday)

Introduction

C ontents

Indigo Shire Council Annual Report 2014-15 1

2-3

The Year in Review 4-11

Our C ouncil 12-14

Our People 15-18

Our Performance 19-34

Governance, Management & other Information 35-45

Performance Statements 46-57

Financial Reports 58-101

Mayor’s Message 4-5CEO’s Message 6-7Highlights of the Year 8-9Financial Summary 9Description of Operations 10-11

Organisational Structure 15Council Staff 16-18Other Staff Matters 18

Planning and Accountability Framework 19Council Plan 19Strategic Focus 1 20-22Strategic Focus 2 23-25Strategic Focus 3 26-30Strategic Focus 4 31-34

Governance 35-39Management 40Governance and Management Checklist 41-42Statutory Information 43-44Glossary 45

DESCRIPTION OF THE SHIREIndigo Shire is located in Victoria’s picturesque North East and borders the Murray River and the Victorian Alps. Indigo is renowned for its natural beauty and historic towns. Thousands of tourists visit the area each year to sample our food and wine and visit our many well-known festivals and events.

Industry in Indigo is mainly rural in nature, including agriculture, viticulture and horticulture. There are over 1150 separate businesses based in the Shire (excluding agribusinesses). Two operations each providing employment to more than 100 people are Murray Goulburn Co-operative, major producer of dairy products in Kiewa, and Uncle Toby’s, manufacturer of cereals and health food products, in Wahgunyah.

Tourism has an important place in the economic, social and cultural life of our Shire, which has Australia's most significant collection of historic

towns. Our natural environment is also part of our tourism offer - the unspoilt corners of the shire like Wahgunyah on the Murray River and Upper Sandy Creek in the Kiewa Valley, the giant granite outcrops around Chiltern and Beechworth and the national parks.

Our people are actively involved in their communities. Over 300 residents volunteer with Council services such as our libraries, Meals on Wheels, community cars, community-based meals and Visitor Information Centres, and there is strong and passionate representation on Committees of Management, Advisory Committees and other Council committees.

Introduction

Wahgunyah

Rutherglen

Barnawartha

Beechworth

Stanley

Kiewa-Tangambalanga

Yackandandah

Chiltern

2 Indigo Shire Council Annual Report 2015-16

This Annual Report for the 2015-16 financial year details our efforts to meet strategic goals in our Council Plan and service delivery progress. The aim has been to objectively appraise our achievements and challenges over the past year.

This report caters for a wide readership including the general community, ratepayers, local businesses, visitors, government agencies and other interested parties. It provides an overview of the past 12 months and paints a picture of how the Council has served the community during the reporting year.

VISIONINDIGO: A great place to live, work and visit.

MISSIONTo support and develop a sustainable, thriving and resilient community through leadership and partnerships.

VALUES• Community Involvement

• Leadership

• Honesty and Integrity

• Respect

• Professionalism and Teamwork

• Accountability

COUNCIL’S PHILOSOPHYKey Principles:

1. Responsible management of our resources

2. Pursue sustainability for our community, our environment, our economy and our Council and provide support for agriculture, tourism and business opportunities

3. Ensure we are focused on leadership and governance, accessible and accountable to our community

4. Provide customer-focused service delivery

5. Ensure effective planning for our future

6. Preservation of heritage and historical features of the Shire

7. Conservation of the natural environment in which we live

8. Promotion and recognition of innovation and continuous improvement

9. Build and maintain partnerships with our community

10. Encourage a socially inclusive community

11. Maintenance of the rural identity and atmosphere of rural towns

12. Promote a healthy and safe community

SERVICES WE PROVIDE • Asset Management

• Capital Works Delivery

• Buildings & Property Management

• Development Engineering

• Drainage

• Tree Management

• Parks & Gardens

• Buller Gas

• Quarry Management

• Natural Resource Management

• Emergency Management

• Footpath and Road Maintenance and Construction

• Waste Management

• Burke Museum and Historic Precinct

• Community Development

• Carlyle Cemetery

• Customer Service

• Environment and Sustainable Initiatives

• Festivals and Events Support

• Heritage Matters

• Community Care

• Meals on Wheels

• Building Control

• Immunisations

• Libraries

• Local Law Enforcement

• Maternal and Child Health

• Public Health

• Recreation Services

• Swimming Pools

• Economic Development

• Placemaking

• Tourism

• Land Use and Town planning

• Youth Services … and much more


MAYOR'S MESSAGEIt is with pleasure that I present the Annual Report for 2015-16 which details Indigo Shire Council’s achievements against the strategic objectives of the Council Plan 2013-17 Reviewed June 2015.

But first, I wish to acknowledge the passing of

Cr Don Chambers, 78, who died on 11 October 2015. Cr Chambers was a fourth-term Councillor, first elected in 1997. He was Mayor in 1999 and 2000. He served Council and the whole Indigo Shire with determination, fairness and energy over two decades. The passion he brought to his particular interests, including aboriginal issues, the environment and waste and resource recovery, planning, agricultural and economic development, is legendary. His commitment to the greater good of the community will be remembered; we are all poorer for his passing.

After a countback by the Victorian Election Commission, Barnawartha resident Emmerick Teissl was elected to Council to fill the vacancy created by the sudden passing of Cr Chambers.

CONTEXT

Over the past year, Council has had to operate within a financially constrained environment due to the continuing freezing of indexation of Federal Government Assistance Grants. This will continue for the 2016-17 year and although indexation will be re-introduced after this it will be from a lower base. The State Government’s introduction of rate capping from 2016-17 will add to ongoing difficulties in providing services for our community.

I mention this for two reasons: to set the context for how Council will need to operate in the coming years, and to acknowledge that the hard work to provide services and programs, with less financial assistance, began over the past year covered by this Annual Report. The Council has had to re-focus and re-prioritise. This proactive approach to a difficult future is reflected in this Annual Report.

Despite this, the Council has delivered services and projects within the adopted budget. It is this Council’s aim to maintain its low risk rating with the Victorian Auditor General’s Office and to continue to serve the community within the restrained financial outlook we face.

HIGHLIGHTSA significant highlight was Council’s successful application for $900,000 from the Federal Government’s National Stronger Regions Fund (NSRF) for the $1.84 million Rutherglen Economic Revitalisation Project. Work began on this important two-year project in March 2016. This project, which develops and links three key tourist areas of Lake King, the Wine Bottle precinct and the Main Street in Rutherglen township, will help attract a broader range of visitors from a wider area, with flow-on benefits to the whole community.

The $850,000 Wahgunyah Recreation Reserve facility, which also received funding through the first round of the NSRF $200,000, was officially opened in June.

After comprehensive community consultation the Chiltern Placemaking project reached a critical stage in its planning in June 2016 with Council adopting the Chiltern Placemaking and Structure Plan: Heritage Town – Bold Future. The plan sets out key actions for the development of Chiltern over the next 30 years. The most integral part of this project has been the involvement of the Chiltern community who have had direct input into plans for the future of their town. A range of key projects have begun including planning for industrial land, children’s services, concept plans for Martins Lane and a feasibility study into a community hub.

At the end of June 2015 Council began a three-bin waste collection service incorporating an organics bin to the range of services Council provides. After a full year of this program, a significant amount of waste was diverted from landfill – 44.95%. In addition, contamination rates were a low 1%. This is a great result for the environment. Council also introduced different arrangements for hard waste including vouchers and a second weekend of free disposal of hard waste at transfer stations.

Following the redevelopment of the former Council office in Ford Street, the enhanced and extended Beechworth Library service and Maternal and Child Health service moved in and combined with a Council Customer Service facility, provides a

The Year in Review


community-centred hub for residents in the heart of Beechworth.

Council also partnered with other North East councils to elevate planning and funding models for the extension and enhancement of regional Rail Trail networks. A business case and enhancement concepts have been finalised, and a functional design of the Beechworth to Huon via Yackandandah trail has been completed. While there is still some way to go with this exciting project, the benefits for the whole region in terms of tourism visitation and economic development are far reaching.

ADVOCACY AND ENGAGEMENTAlthough Council supported the Stanley community in their objections to a licence to harvest groundwater for commercial bottling from agricultural land near Stanley, the Victorian Civil and Administrative Tribunal found against us. However, it is important that Council continues to advocate on behalf of the community on big issues. During the year we made presentations to the Federal and State Government over mobile phone blackspots, an alternative heavy vehicle route through Rutherglen and funding for regional tracks and trails. We are yet to hear about mobile phone blackspots, but received an election commitment from the Federal Government of $2 million towards planning for an alternative route through Rutherglen to get heavy vehicles out of the town.

During the past year we continued our program of Community Forums around the shire. These are held in the evening and are important mechanisms for Council to meet with residents and discuss their concerns. We also held community engagement events in relation to, among other matters, a new Rating Strategy and draft changes to tourism services.

COMMUNITY RESILIENCEI wish to acknowledge the way members of the Indigo Valley/Barnawartha communities, the CFA and emergency services and Council staff responded to the bushfire that occurred a few days before Christmas. Thankfully, no lives were lost. However, the impact on personal property and livestock was devastating. Recovery work is continuing with a particular emphasis on helping people to recover from the psychological impact of this fire. This event was followed by the loss of Beechworth’s only supermarket from fire in late January. Again the community and Council worked together to overcome this setback. When water damaged the Beechworth kindergarten building, I am proud to say that Council staff worked diligently with the childcare committee and parents to relocate the childcare centre, all in one week, to the Memorial Hall. These incidents highlight the true community spirit that makes our Shire such a great place to live.

THANK YOUOverall, during this year we have delivered on the majority of our Council Plan commitments. We have completed 43 actions, 16 are ongoing actions and 3 are behind. This is an excellent result and I thank staff for their efforts in this regard.

This Council has also continued to deliver sound levels of service. This has been reflected in the annual State-wide community satisfaction survey. The survey resulted in Indigo Shire Council again sitting above the average for both the Small Rural Shires and the average for State-wide councils on all seven key measures of overall performance, consultation, advocacy, customer service, overall Council direction, making community decisions and sealed local roads.

With Local Government elections on 22 October 2016, this is the final Annual Report in the term of this current Council and I would like to thank Councillors for their commitment to Indigo Shire and their ongoing efforts on behalf of residents. I also thank businesses, members of community groups and volunteers for their contributions to improving the liveability and amenity of Indigo Shire.

CR JAMES TRENERYMayor


This Annual Report 2015-16 outlines our performance against the Council Plan 2013-17 Reviewed June 2015 and the initiatives detailed in the 2015-16 Budget, and includes detailed audited financial statements. It also highlights many of our key achievements over the past financial year.

I wish to support the Mayor’s comments in relation to the sudden passing of Cr Don Chambers. Cr Chambers was a valued and well respected member of the Council. His networking, extensive knowledge and history of issues was vast and the experience he brought to the Council table was valued by Councillors and staff alike.

HIGHLIGHTSOur financial position at the end of the financial year shows an operating deficit of $1.96 million, which is unfavourable from the previous year. This has arisen from the need to increase our provision for landfill rehabilitation and from a reduction in our operating grants caused by prepayment of Federal Assistance Grants. Our comprehensive result, net of these one-offs, is a surplus of $841,959 and our cash balance remains sound at $4.22 million.

Across our Capital Works program 89% of the $6.5 million program was delivered including the $850,000 Wahgunyah Recreation Reserve Community Facility, which was officially opened in June with cash and in-kind support from the community. Another key capital works initiative was the refurbishment of the former Council office in Ford Street, Beechworth, enabling the Beechworth Library as well as the Maternal and Child Health Service to be relocated into a central location. A Council Customer Service facility continues to operate from this site, creating a community hub.

In March, work began on the Rutherglen Economic Revitalisation Project, a $1.84 million two-year project to boost growth and development of the Rutherglen area. A successful National Stronger Regions Fund grant of $900,000 has enabled this project to commence. In the 2015-16 year work to the value of $240,000 included new footpaths in Murray Street, Main Street and near Lake King as well as the construction and sealing of Hopetoun Road.

The Street Lighting upgrade ($122,000 in 2015-16) was completed. This project involved changing over

a large number of streetlights to low-energy lamps, which will deliver financial and environmental benefits to the shire.

In Chiltern, the Placemaking project achieved official endorsement from Council with the adoption in June of the Chiltern Placemaking and Structure Plan: Heritage Town – Bold Future. Council took a creative, highly consultative approach to this project combining the formal and enabling Structure Plan with a community-centred placemaking project. Work has begun on a number of key projects including development of industrial land, a feasibility study into a community centre, town entry landscaping and beautification and planning for the development of child care and children’s services.

Some significant road projects were completed including rehabilitation, widening and sealing of a 2km section of Allans Flat Road ($415,000), completing the major upgrade of this important road.

The Organics Collection service has now been in operation for a full financial year with very pleasing results showing 44.5% diversion of waste from landfill. With just a 1% contamination rate, these figures align with the best outcomes in councils elsewhere.

Council continued work in analysing and identifying its assets portfolio to determine those assets that are surplus to requirements and which could be disposed of. Pleasingly several blocks of land were in the process of being sold as at 30 June.

Our community satisfaction results remained strong. Indigo was above both the state average and small councils average on all seven compulsory measures.

OTHER HIGHLIGHTS INCLUDED:• Community grants were provided totalling $50,000 for community groups

• In excess of 12,000 hours of Home Care and Personal Care were provided to over 376 clients (incl Veteran Affairs)

• 7,710 Meals on Wheels and 1,335 Community Meals delivered to 231 clients

• Continued support for our highly successful festivals and events, including new events, and a total of $26,000 in grants to event committees

During the year Council and community responded to the Barnawartha/Indigo Valley bushfire, the Beechworth IGA supermarket fire and the need to temporarily relocate the Beechworth childcare operation. This demonstrates the strength and resilience of our community.

Throughout the year we have continued to focus on the organisational effectiveness of the Council through the One Indigo strategy, which aims to improve the outcomes, alignment, processes and people in

CEO'S MESSAGE


delivering our projects and services. A restructure of the Community Development function to improve its focus on Council priorities was a major initiative completed in the past year.

LOOKING AHEADThe State Government’s introduction of Rate Capping has placed significant pressure on the budget and created the need to look for additional savings over the next few years to meet funding shortfalls. In the coming year a newly elected Council will need to focus on developing a new Council Plan that continues to deliver services in an efficient and cost-effective manner, within these budgetary constraints.

I thank the Mayor and all Councillors for their guidance and hard work over the past 12 months. I also thank the staff of the Council for their dedication and outstanding efforts in delivering services and projects over the past year. I also acknowledge the efforts of our many volunteers and the members of our Advisory Committees and Committees of Management, who work along with the Council and our staff to support and develop a sustainable, thriving and resilient Indigo community.

GERRY SMITHChief Executive Officer


The Council Plan 2013-2017 Reviewed June 2015 guides the work of Council in providing services and projects for the community. The plan is set out in four strategic focus areas and what follows is a summary of achievements under those four key areas.

STRATEGIC FOCUS 1: LEADERSHIP OF OUR PEOPLE AND OUR COMMUNITYThe business of Council is conducted in a financially sustainable, open and efficient manner. Council also advocates to other levels of government on issues of concern to the community and there is a commitment to strengthening community involvement and engagement in Council decision making.

Achievements:

• Maintained financial ‘low risk’ status as assessed by the Victorian Auditor General’s Office

• Revised, consulted on and implemented an updated Rating Strategy

• Implemented and reported on the Local Government Performance Reporting Framework

• Began a review of Council committees

• Developed and commenced implementing an IT Strategy to guide improvements over the next 3-5 years in digital communications and transactions

STRATEGIC FOCUS 2: MANAGING OUR HISTORICAL AND BUILT ENVIRONMENT Built infrastructure, such as roads, bridges and pathways, parks and gardens, are maintained for long-term sustainability. The Shire’s heritage and indigenous assets are protected, emergency management capabilities are enhanced and waste systems are ecologically and environmentally sustainable.

Achievements:

• Introduced the organics waste collection service and extended the hard waste service

• Completed restoration work on Lake Sambell dam wall

• Completed a boundary alignment with the City of Wodonga to support the development of the intermodal hub at the Logic Centre

• Completed the Wahgunyah Recreation Reserve facility

• Relocated Beechworth library, co-located with Maternal Child Health and Customer Service

• Consolidated the Council property portfolio to assess continuing needs

• Completed construction and sealing works on Allans Flat Road

• Commenced construction works associated with Rutherglen Economic Revitalisation Project

• Refurbished Indigo Creek Road bridge

STRATEGIC FOCUS 3: GROWING OUR ECONOMYA place-based approach supports development and jobs growth, the tourism industry is a key focus, shared services with other councils improves efficiencies and quality customer-focused services build community engagement.

Achievements:

• Adopted a Placemaking Structure Plan for Chiltern Heritage Town – Bold Future to guide its growth and development

• Enhanced shared services with neighbouring Council

• Supported the Dairy Industry through the Dairy Pathway initiative

• Received a National Stronger Regions Fund grant of $900,000 for $1.84 million Rutherglen Economic Revitalisation Project

• Partnered with other Councils to continue planning and funding models for the extension and enhancement of regional rail trail networks following a grant towards the project from Hume Regional Development Australia committee of $100,000.

STRATEGIC FOCUS 4: DEVELOPING SUSTAINABLE COMMUNITIES The delivery of inclusive community services for all ages is maintained at a high standard, including access and inclusion initiatives, recreation services, swimming pools, sustainable land management, planning, and animal management. Indigenous culture is respected and promoted. Volunteers are highly valued.

Achievements:

• Implemented a pilot dementia-friendly project with Indigo Health Consortium

• Construction and official opening of the Wahgunyah Recreation Reserve Community Facility

• Aboriginal flag-raising ceremony as part of promoting indigenous culture

• Implemented Council priorities from the Heritage Review

HIGHLIGHTS OF THE YEAR


FINANCIAL SUMMARYA summary of our performance is outlined below. Detailed information relating to Council’s financial performance is included within the Financial Statements and Performance Statement sections of this Report.

OPERATING POSITIONCouncil recorded a deficit of $1.96 million in 2015–16. This deficit compares unfavourably to the prior year’s surplus of $4.52 million. As shown in the Comprehensive Income Statement in the Financial Report, the unfavourable variance is due mainly to the requirement to recognise Council’s obligation to review its landfill rehabilitation, which was increased by $2.34 million in 2015-16. With a comprehensive result of $841,959 surplus for the financial year after adjustment for the increase in asset revaluation.

The adjusted underlying surplus of Council, after removing non-recurrent capital grants, cash capital contributions and non-monetary capital contributions, has moved -10.18% when compared to adjusted underlying revenue because of this one-off. This is within the expected target band of -20% to 20%. Sustaining an adjusted underlying surplus is a critical financial strategy that provides capacity to renew the community assets under Council’s control.

LIQUIDITY Cash has decreased by $1.35 million from the prior year mainly due to the Federal Assistance Grant (FAG) for 2015-16 financial year being received in the previous financial year. The working capital ratio that assesses Council’s ability to meet current

commitments is calculated by measuring Council’s current assets as a percentage of current liabilities. Council’s result of 129% is an indicator of satisfactory financial position and within the expected target band of 100% to 400%.

OBLIGATIONSCouncil aims to ensure it is able to maintain its infrastructure assets at the expected levels, while at the same time continuing to deliver the services needed by the community. To bridge this infrastructure gap, Council invested $3.5 million in renewal works during the 2015-16 year. At the end of the 2015-16 year Council’s debt ratio, which is measured by comparing interest bearing loans and borrowings to rate revenue, was 27.63%. Council’s asset renewal ratio, which is measured by comparing asset renewal expenditure to depreciation, was 74.80% which was within the expected target band of 40%-130%.

STABILITY AND EFFICIENCYCouncil raises a wide range of revenues including rates, user fees, fines, grants and contributions. Council’s rates concentration, which compares rate revenue to adjusted underlying revenue, was 53.51% for the 2015-16 year which is in the mid-range of the expected target band of 30%-80%. This resulted in an average residential rate per residential assessment of $1,779 (including the municipal and garbage charge as well as organics charge that was not in 2014-15).

• Completed the low energy street lighting project

• Transitioned to new animal pound arrangements

CHALLENGES FOR 2016-17• Limited funding through State Government rate capping (set at 2.5%) and continuation of freezing of indexation of Federal Assistance Grants

• Increasing community expectations within a constrained financial environment

• Improving communication and service delivery in the digital world

• Higher level of competition for State and Federal Government grants

• Enhancing mechanisms to improve tourism and industry engagement


DESCRIPTION OF OPERATIONSIndigo Shire Council is responsible for services ranging from advocacy, roads, family and children’s services, recreation facilities, open space, waste management, and community development, to matters concerning economic development, planning for appropriate development and ensuring accountability for Council’s budget. This broad range of community services and infrastructure for residents supports the wellbeing and prosperity of our community. Council’s vision, strategic objectives and strategies to further improve services and facilities are described in our Council Plan June 2013-2017 Reviewed June 2015 and the associated Budget 2015-16 and reported upon in this document.

The delivery of services, facilities, support and advocacy to achieve the Council Plan Strategic Objectives is measured by a set of service performance indicators and measures.

Refer to the section in Our Performance for more information about Council services.

MAJOR CAPITAL WORKSDuring 2015-16 a Capital Works program of $6.5 million was approved with 89% completion. The major capital works included the following:

BUILDINGS• Wahgunyah Recreation Reserve Multi- Purpose Building ($818,000 in 2015-16 of $850,000 total)

This project involved the refurbishment and expansion of the Wahgunyah Recreation Reserve building to create a multipurpose community space and improved facilities for the users of the recreation reserve. The project achieved practical completion in June 2016 with minor works carrying into early 2016-17.

• Beechworth Library relocation ($360,000 total)

The Ford Street offices, previously occupied by Council administration, were refurbished, enabling the Beechworth Library as well as the Maternal and Child Health service to be relocated into a central location. A Council Customer Service facility continues to operate from this site.

• Beechworth Community Childcare and Kindergarten ($67,000 total)

This involved replacement of the roof as well as internal painting works.

• Installation of an Air Conditioning System at Burke Museum, Beechworth ($93,000)

ROADS, BRIDGES, CARPARKS AND FOOTPATHS• Allans Flat Road, Allans Flat ($415,000)

This involved the rehabilitation, widening and sealing of a 2km section of Allans Flat Road completing the major upgrade to this important road.

• Completion of the Construction and Sealing Soldiers Road and Carlyle Road ($360,000 in 2015-16 of $1.8 million total)

Both of these projects commenced in the previous year and were completed in 2015-16. Works in 2015-16 involved completion of road construction (Soldiers Road) and the placement of finals seals.

• Rutherglen Economic Revitalisation Project ($240,000 in 2015-16 of $1.84 million total)

Council was advised during the year of grant funding approval for this project – total value $1.8m over two and a half years. Works commenced in 2015-16 and included new footpaths in Murray Street, Main Street and near Lake King as well as the construction and sealing of Hopetoun Road.

• Urban Road sealing ($218,000)

This involved the sealing of various streets in Beechworth, Chiltern, Kiewa, Rutherglen and Yackandandah.

• New footpaths ($153,000)

Construction of new footpaths in various streets in Barnawartha, Beechworth, Wahgunyah and Yackandandah.

• Chiltern Goods Shed ($170,000)

Construction of carpark and landscaping works.

• Coulston Park carpark, Tangambalanga ($93,000)

Construction and sealing of road and carpark.

• Street Lighting Upgrade ($122,000 in 2015-16 of $350,000 total)

Part of a $400,000 project, works were completed in 2015-16 to change over a large number of streetlights to low-energy lamps.

• Gravel Resheeting (shire wide) $700,000

• Resealing (shire wide) $440,000

• Replacement of Snarts Road bridge, Gooramadda ($257,000)

• Refurbishment and upgrade of bridge deck, Indigo Creek Bridge ($140,000)


OTHER• Lake Sambell Dam Wall, Beechworth ($85,000 in 2015-16 of $3.1 million total)

Works were completed in 2015-16 on the refurbishment of the Lake Sambell Dam Wall.

• Lake Anderson Dam Wall, Chiltern ($137,000 in 2015-16 of $140,000 total)

o The replacement of the primary spillway and the construction of a new secondary spillway were completed.

o The replacement of the timber pedestrian bridge over the primary spillway with a replica structure commenced and will be completed in early 2016-17.

• Yackandandah Library and Council Office Forecourt Development ($108,000 in 2015-16 of $175,000 total)

Works commenced on the forecourt development, which are scheduled for completion in early 2016-17.


COUNCILLORSThe Council was elected for a four-year term on 27 October 2012 to provide leadership for the good governance of Indigo Shire and the local community. Tragically Cr Don Chambers passed away while in office on 11 October 2015. The position was filled by Cr Emmerick Teissl. The seven Councillors are the elected representatives of all residents and ratepayers across the Shire. They have responsibility for setting the strategic direction for the Shire, policy development, identifying service standards and monitoring performance across the organisation. The councillors are listed on the following page.

Our C ouncil

Cr PETER CROUCHERDeputy MayorElected 2008 | Deputy Mayor 2011-14 | Deputy Mayor 2015 - 16E: [email protected] M: 0438 273 260

Committee RepresentationAtauro Island Friendship CommitteeCoulston Park Committee of ManagementISC Community Grants & Awards Advisory CommitteeISC Economic Development & Tourism Advisory CommitteeISC Heritage Advisory Committee (sub)Junior CouncilLake Hume Recreational Co-ordinating CommitteeMurray ArtsRutherglen Wine Centre Board

Meeting Attendance11 out of 11 Ordinary Meetings, 6 out of 6 Special Council Meetings

Cr JAMES TRENERY MayorElected 2012 | Mayor 2015-16E: [email protected] M: 0429 417 420

Committee RepresentationACSUM - Alliance of Shires & Councils of the Upper MurrayHume Region Local Government Network (HRLGN)ISC Finance CommitteeISC Community Access Advisory CommitteeLake Hume Recreational Co-ordinating Committee (sub)Municipal Association of Victoria (ISC Representative)Municipal Emergency Management Planning Committee - Emergency Management Act 1986 (Section 21(3) & (4) Municipal Fire Management Planning Committee (sub)Rural Councils Network (State wide - Mayors & CEO's)Timber Town Victoria (sub)Yackandandah Sports Park Committee of Management



Cr BERNARD GAFFNEYElected 2008 | Mayor 2009-10, 2013-15 | Deputy Mayor 2010-11E: [email protected] M: 0419 181 234

Committee RepresentationAudit CommitteeChiltern Placemaking Committee (as Mayor)Finance CommitteeISC Community Grants & Awards Advisory Committee (sub)ISC Economic Development & Tourism Advisory CommitteeMunicipal Fire Management Planning CommitteeMunicipal Emergency Management Planning Committee (sub)Municipal Association of Victoria (as Mayor)Old Beechworth Gaol Advisory CommitteeRural Councils Network (as Mayor)Rutherglen Wine Centre BoardTimber Towns Victoria


Cr BARBARA MURDOCHElected 2005 | Mayor 2012-13E: [email protected] M: 0407 821 221

Committee RepresentationAudit CommitteeAustralian Local Government Women's Association Victorian BranchBeechworth Trees Consultative CommitteeBurke Museum & Historic Precinct Advisory CommitteeChiltern Goods Shed Committee of ManagementChiltern Placemaking CommitteeFinance CommitteeHume to Yarrawonga Waterway Management Advisory GroupISC Heritage Advisory CommitteeMurray to Mountains Rail Trail Management Committee (agreement between Indigo, Wangaratta & Alpine Councils)North East Waste Resource Recovery Group Forum (sub)Rutherglen Wine Board (sub)


Cr JENNY O'CONNORElected 2012E: [email protected] M: 0417 126 409

Committee RepresentationAudit Committee (sub)Australian Local Government Women's Association Victorian BranchBeechworth Trees Consultative Committee (sub)Burke Museum & Historic Precinct Advisory Committee (sub)Finance CommitteeIndigo Environment Advisory CommitteeMurray Darling Association – Region 1 (sub)North East Waste Resource Recovery Group Forum

Meeting Attendance9 out of 10 Ordinary Meetings, 2 out of 4 Special Council Meetings (Leave of absence: 8 June 2016 to 2 July 2016)


Cr ROBERTA HORNEElected 2012 E: [email protected] M: 0404 343 699

Committee RepresentationAustralian Local Government Women's Association Victorian BranchISC Environment Advisory CommitteeISC Heritage Advisory Committee


Cr DON CHAMBERS (DEC.)Elected 1997-2001, 2004-05, Re-elected 2012 | Mayor 1999-2001 Passed away while in office on 11 October 2015

Committee RepresentationNorth East Waste Resource Recovery Group Forum Keep Australia Beautiful Victoria (Councillor representative for the AGM)Murray Darling Association Municipal Fire Management Planning Committee Advisory Group on Hume to Yarrawonga Waterway Management (sub)Burke Museum & Historic Precinct Advisory Committee Indigo Environment Advisory Committee (sub)Indigo Heritage Advisory Committee

Meeting Attendance3 out of 3 Ordinary Meetings, 0 of 2 Special Council Meetings

Cr EMMERICK TEISSLElection 2012, sworn in 19 November 2015 following the passing of Cr Chambers E: [email protected] M: 0414 536 138

Committee RepresentationISC Community Grants & Awards Advisory CommitteeISC Environment Advisory Committee (sub)Junior Council (sub)Murray Darling Association – Region 1




Our PeopleORGANISATIONAL STRUCTURECouncil is the governing body that appoints a Chief Executive Officer (CEO). The CEO has responsibility for the day-to-day management of operations in accordance with the strategic directions of the Council Plan. The CEO, three Directors, Manager Organisational Development and Manager Communications form the Executive Management Team (EMT) and lead the organisation. Details of the CEO and senior officers reporting directly to the CEO are set out below.

CHIEF EXECUTIVE OFFICER

SENIOR OFFICERS REPORTING DIRECTLY TO THE CHIEF EXECUTIVE OFFICER

Ian EllettDirector - Infrastructure

Services

Areas of Responsibility:

• Asset Management• Capital Works Planning & Delivery• Infrastructure Maintenance• Buildings & Property• Parks & Trees• Environmental Management• Waste & Recycling• Quarry Management• Buller Gas

Mark FlorenceDirector - Development

& Planning


• Community Development• Community Planning• Youth Services• Early Years• Recreation & Aquatics• Access & Inclusion• Building Control• Environmental Health• Placemaking• Animal Control & Local Laws• Economic Development• Statutory Planning (including Heritage)• Strategic Planning

Greg PinkertonDirector -

Corporate Services


• Finance• Information Technology• Tourism Marketing• Governance & Risk• Home & Community Care• Libraries• Records Management• Insurance• Carlyle Cemetery• Tourism Event Support• Visitor Services• Customer Service• Rates• Burke Museum & Historic Precinct

Gerry Smith

Dalene VoigtManager - Organisational

Development


• Human Resources• Workplace Relations• Workforce Planning• Learning & Development• Occupational Health & Safety• Business Improvement & Culture Building

Roberta BakerManager -

Communications


• Strategic Advice, Media & PR • Communications• Publications Including Corporate Documents• Media liaison • Community Consultation • Project Support


Organisational Structure as of June 2016

The following chart sets out the organisational structure of the Council.

COUNCIL STAFFA summary of the number of full time equivalent (FTE) Council staff by organisational structure is set out below.

Employment Type / Gender

Executive Group

Development & Planning

Corporate & Community

Infrastructure Total FTE

Permanent FT - F 5.0 9.0 13.0 1.0 28.0

Permanent FT - M 1.0 10.0 9.0 40.0 60.0

Permanent PT - F 0.6 4.1 25.8 4.3 34.8

Permanent PT - M 1.5 0.8 5.4 2.1 9.8

Casual - F 0.0 0.2 4.3 0.0 4.5

Casual - M 0.0 0.0 0.2 0.7 0.9

Total 8.2 24.1 57.7 48.0 138.0

Council

Chief Executive Officer (E)

Director Development & Planning (E)

EA, CEO

Manager Communications

(E)

Media & Communications

Manager Organisational

Development (E)

HR

OH&S

Manager Community Development &

Planning (C)

Manager Planning & Statutory Services (C)

Director Corporate & Community Services (E)

Director Infrastructure Services (E)

Manager Municipal

Operations (C)

Manager Assets & Property (C)

Coordinator Natural

Resources

Coordinator Buller Gas

Manager Capital Projects (C)

Manager Finance (C)

Manager I.T. (C)

Manager Tourism & Community Services (C)

Coordinator Corporate Services

(E) = Executive Management Team Member (EMT)(C) = Corporate Management Team Member (CMT)

Coordinator Governance &

Risk

EA, Mayor & Crs


45

40

35

30

25

20

15

10

5

0

Num

ber o

f sta

ff (F

TE)

Employment type / gender Office of the CEO Development & Planning

Corporate & Community Infrastructure Total FTE **As at 30/6/2015

Permanent FT -‐ F 6.00 9.00 12.00 1.00 28.00Permanent FT -‐ M 1.00 11.00 7.00 40.00 59.00

Permanent PT -‐ F 0.00 4.80 24.20 4.80 33.80

Permanent PT -‐ M 1.50 0.80 4.00 2.70 9.00

Casual -‐ F 0.00 0.00 5.80 0.00 5.80

Casual -‐ M 0.00 0.00 1.00 0.20 1.20Total 8.50 25.60 54.00 48.70 136.80

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

45.00

Num

ber o

f staff (FTE

)

Council Staff -‐

gender and employment status

Permanent FT -‐ F

Permanent FT -‐ M

Permanent PT -‐ F

Permanent PT -‐ M

Casual -‐ F

Casual -‐ M

1 0.24 0.63

0.68

Executive Development Corporate Infrastructure Group &Planning &Planning

Gender and Employment Status

45

40

35

30

25

20

15

10

5

0

Num

ber o

f sta

ff (F

TE)

Employment type / gender Office of the CEO Development & Planning

Corporate & Community Infrastructure Total FTE **As at 30/6/2015

Permanent FT -‐ F 6.00 9.00 12.00 1.00 28.00Permanent FT -‐ M 1.00 11.00 7.00 40.00 59.00

Permanent PT -‐ F 0.00 4.80 24.20 4.80 33.80

Permanent PT -‐ M 1.50 0.80 4.00 2.70 9.00

Casual -‐ F 0.00 0.00 5.80 0.00 5.80

Casual -‐ M 0.00 0.00 1.00 0.20 1.20Total 8.50 25.60 54.00 48.70 136.80

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

45.00

Num

ber o

f staff (FTE

)

Council Staff -‐

gender and employment status

Permanent FT -‐ F

Permanent FT -‐ M

Permanent PT -‐ F

Permanent PT -‐ M

Casual -‐ F

Casual -‐ M

1 0.24 0.63

0.68

Executive Development Corporate Infrastructure Group &Planning &Planning

Gender and Employment Status

OTHER STAFF MATTERSENTERPRISE AGREEMENTAfter a lengthy period of robust yet respectful negotiations, over 90% of employees who voted were in favour of the proposed Enterprise Agreement, which was subsequently certified by the Fair Work Commission on 12 November 2015. The agreement outlines employment conditions until 31 December 2017 such as:

• Salary increase of 2.5% in as at 1 July 2016, at the time one of the lowest in the state;

• Family violence clause - the inclusion of measures to raise awareness of this important issue and provide a range of support to any staff member who may experience family violence.

VOLUNTEERSCouncil acknowledges the wonderful work our volunteers do in delivering services to our community. Volunteering not only strengthens the fabric of our communities, it also provides a sense of belonging and helps build positive relationships. Council is supported by our volunteer base who work in the following areas:

• Meals on Wheels• Community Based Meals• Community Car Drivers• Ned Kelly Vault• Telegraph Station• Burke Museum• Visitor Information Centre• L2P Learner Driver Mentoring Program

On 12 May Council hosted a celebratory luncheon in Chiltern, attended by 88 of our volunteers, to show our appreciation of the contribution they make.


A summary of the number of full time equivalent (FTE) staff categorised by employment classification and gender is set out below.

EMPLOYMENT

Male Female Total

Band 1 0.0 0.5 0.5

Band 2 1.3 12.6 13.9

Band 3 18.0 8.5 26.5

Band 4 12.9 15.4 28.3

Band 5 13.4 12.4 25.8

Band 6 9.3 14.0 23.3

Band 7 4.0 0.0 5.0

Band 8 1.9 0.0 1.9

Band n/a 9.8 3.0 12.8

Total 70.7 66.3 138.0

0.0

5.0

10.0

15.0

20.0

25.0

30.0 Female

Male

Employment

Band

1

Band

2

Band

3

Band

4

Band

5

Band

6

Band

7

Band

8

Band

n/a

Our PerformancePLANNING AND ACCOUNTABILITY FRAMEWORKThe Local Government Act requires Council to prepare the following planning and reporting documents:

• A Council Plan within six months after each general election or by 30 June, whichever is later

• A strategic resource plan for a period of at least four years and include this in the Council Plan

• A budget for each financial year

• An annual report in respect of each financial year

The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for Indigo Shire Council. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle.

COUNCIL PLANThe Council Plan 2013-17 Reviewed June 2015 includes strategic objectives, strategies for achieving these over the four-year period, and strategic indicators for monitoring achievement of the objectives. The following are the four strategic focus areas as detailed in the Council Plan.

STRATEGIC FOCUS AREAS

1. Leadership of our People and our Community

2. Managing our Historical and Built Environment

3. Growing our Economy

4. Developing Sustainable Communities

PERFORMANCE

Council’s performance for the 2015-16 year has been reported in a number of ways:

• Results achieved in relation to the strategic indicators in the Council Plan

• Progress in relation to the major initiatives identified in the Budget

• Services funded in the Budget and the people or sections of the community who are provided those services

• Results against the prescribed service performance indicators and measures

TIME HORIZON PLANNING REPORTING TIMING

Medium term

Short term

Jan - Jun

Feb - Jun

Mar - Jun

Jul - Sep

Annual Report

• Report of operations• Financial statements• Performance statement

Council Plan

• Strategic objectives

• Strategies

• Strategic indicators

Strategic Resource Plan

• Financial statements

• Statements of non-

financial resources

Budget

• Services and initiatives

• Service outcome

indicators

• Major initiatives

• Financial statements

Stakeholderand

communityengagement


STRATEGIC FOCUS 1: LEADERSHIP OF OUR PEOPLE AND OUR COMMUNITYThe following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

STRATEGIC INDICATOR / MEASURE RESULT COMMENTS

Overall Council PerformanceCommunity satisfaction rating out of 100 with the overall performance of Council

60

Overall, almost two thirds of respondents rate Council Performance as Very Good, Good or Average. This is higher than both the Small Rural and State-wide councils groups.

The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-16 Budget for the year.

MAJOR INITIATIVES PROGRESS

Implement the Local Government Performance Reporting Framework, report on same

Done and first year report completed

Implementation of an IT Strategy Adopted and commenced

Renegotiate a new EBA Completed and introduced

Develop and implement a new Rating Strategy Completed and introduced for 2016-17 Budget

The following statement provides information in relation to the services funded in the 2015-16 Budget and the people or sections of the community who are provided the service.

SERVICE DESCRIPTION

NET COSTACTUALBUDGET

VARIANCE$000

Executive Management Provision of the following to support Council’s direct service delivery areas:• Council, Councillors, the Chief Executive Officer and the Executive Management Group and administrative support• Oversee and manage the day-to-day operations and affairs of the Council• Administer the conduct of Council meetings• Coordinates civic events and citizenship ceremonies• Maintain statutory registers, authorisations and delegations• Advise and report to Council on any of the functions of Council prescribed in the Local Government Act 1989 (LGA)• Monitor, manage and report to Council on Council’s performance• Prepare plans, policies, strategies, budgets and procedures for consideration by council in accordance with the LGA and other• Manage Freedom of Information, Information Privacy, protected disclosures and internal ombudsman functions

1,3531,402

49


SERVICE DESCRIPTION


VARIANCE$000

Organisational Development The purpose of this service is to:• Drive, influence and support cultural change across the organisation• Manage the full spectrum of employee/ volunteer lifecycle events including attraction, recruitment, retention• Manage health and safety, training, performance management, professional development and employee health and wellbeing• Support and coach line managers in supporting, developing and motivating their staff

531517

(15)

Communication Provision of the following to support Council’s direct service delivery areas:• Timely, and accurate information to the community on Council decisions, business and issues• A range of communication methods between council and the community• Strategic advice to council staff and Councillors on communication and media-related issues• Media liaison, community engagement • Various publications and corporate documents

240245

5

The following statement provides the results of the prescribed service performance indicators and measures including explanation of material variations.

SERVICE PERFORMANCE INDICATORSSERVICE / INDICATOR / MEASURE

RESULTSMATERIAL VARIATIONS AND COMMENTS

2015 2016

GOVERNANCE

TransparencyCouncil decisions made at meetings closed to the public

[Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100

1.55% 3.31%Only 6 resolutions in confidential. The increase from 2014-15 relates mainly to contractual decisions.

Consultation and EngagementSatisfaction with community consultation and engagement

Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement

61.00 61.00


GOVERNANCE

AttendanceCouncillor attendance at council meetings

[The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100

95.24% 91.60%

Service CostCost of governance

[Direct cost of the governance service / Number of Councillors elected at the last Council general election]

$42,031 $36,511Part year with one less Councillor due to the death of Cr Don Chambers.


STRATEGIC FOCUS 2: MANAGING OUR HISTORICAL AND BUILT ENVIRONMENT The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.


Satisfaction with sealed local roads 55

Waste DiversionWaste diversion from landfill, calculated as the percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill

65%

Compulsory kerbside organics collection service commenced July 2015. This has increased the volume of organic material diverted from landfill.

Asset ConditionPercentage of non-current assets with asset condition assessments completed within the last two years

80%Condition assessments for buildings, land, bridges and footpaths completed within the last two years.

Asset PlanningPercentage of non-current assets with asset plans

100%Council now has in place Asset Management Plans for all non-current asset categories.



Introduction of kerbside organics collection Completed

Beechworth library relocation Completed

Wahgunyah Recreation Reserve facility Completed

The following statement provides information in relation to the services funded in the 2015-16 Budget and the people or sections of the community who are provided the service.

SERVICE DESCRIPTION


VARIANCE$000

Asset Management The purpose of this service is to:• Provide asset management services for Council-owned infrastructure• Review and manage Council’s Road Management Plan• Provide GIS and associated services, including mapping and road & street numbering

315432

117

Capital Works This area of the budget contains the various capital works projects that Council delivers including projects supported wholly or partly by grant funding. Projects include renewal and upgrades of existing infrastructure such as roads, bridges, paths, drainage, plant & equipment, buildings and recreational assets. There is also some funding allocated to new infrastructure. The purpose of thisservice is to:• Maintain existing infrastructure to ensure it continues to meet community needs including those of future generations• Improve and add to the existing infrastructure where it falls short of growing community needs

3,1014,075

974


SERVICE DESCRIPTION


VARIANCE$000

Waste Management Provision of the following to shire households:• Managing the kerbside bin garbage, recycling and organics collections and the hard waste disposal service• Operating the Council’s Waste Transfer Stations

1,6332,179

546

Parks and Gardens Provision of the following to the shire community as a whole:• Providing street and park trees• Managing and maintaining parks, gardens and biodiversity sites• Providing streetscape and landscape features including garden beds, traffic management devices and shopping precincts

646775

129




2015 2016

ROADS

Satisfaction of useSealed local road requests

[Number of sealed local road requests / Kilometres of sealed local roads] x100

26.02 26.76

ConditionSealed local roads below the intervention level

[Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100

99.52% 99.56%

Service costCost of sealed local road reconstruction

[Direct cost of sealed local road reconstruction / Square metres of sealed local roads reconstructed]

$30.15 $25.64Significantly larger area reconstructed in 2015 - 2016 leading to cost efficiencies.

Service CostCost of sealed local road resealing

[Direct cost of sealed local road resealing / Square metres of sealed local roads resealed]

$3.99 $4.36

Variance in the average resealing cost per square metre explained by the variability in the program year to year including different seal treatments and varying reseal areas.




2015 2016

WASTE COLLECTION

SatisfactionKerbside bin collection requests

[Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1000

92.18 99.33Total includes commercial properties that were not included in last year’s total.

Service StandardKerbside collection bins missed

[Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000

1.86 3.45

Variance in missed bins is due to a significant change in service in 2015-16 with the introduction of organics bins. Garbage bins now emptied less frequently so increased reporting of missed bins to be expected.

Service CostCost of kerbside garbage bin collection service

[Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins]

$118.81 $85.23

Urban waste bins now emptied fortnightly, instead of weekly, as from 1-7-2015 with the introduction of the organics collection service.

Service CostCost of kerbside recyclables collection service[Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins]

$53.45 $54.18


STRATEGIC FOCUS 3: GROWING OUR ECONOMY The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.


Customer Service 70Council continues to score better than the Small Rural Councils group and the state-wide average on Customer Service



Implementation of Chinese tourism study actionsGrant funding was sought to expand this project however this was unsuccessful. Remaining project will be delivered in 2016-17

Develop and implement an IT Strategy Developed, adopted and commenced

The following statements provide information in relation to the services funded in the 2015-16 Budget and the people or sections of the community who are provided the service.

SERVICE DESCRIPTION


VARIANCE$000

Customer Service & Administration

The purpose of this service is to:• Provide our residents and community with high quality and efficient customer service delivery from our offices in Beechworth, Chiltern, Rutherglen and Yackandandah

785848

63

Tourism and Visitor Services The purpose of this service is to be responsible for the marketing and promotion of Indigo Shire’s tourism destinations:• Support the range of tourism festivals and events• Support the development of new and existing tourism product• Assist industry development through skills workshops and tools• Increase the economic benefit to the community through tourism• Operate Visitor Information Centres in Beechworth and Yackandandah, and support those in Chiltern and Rutherglen

1,1721,079

(93)

Finance Services The purpose of this service is to:• Deliver all core accounting and finance function• Management and compliance of all finance• Related statutory, legal and taxation obligations• Financial support to staff and Council

(996)(2,328)

(1,332)


SERVICE DESCRIPTION


VARIANCE$000

Rates and Property Services The purpose of this service is to:• Manage the property valuation process• Prepare property rating requirements for the shire including calculations• Manage debt collection for outstanding rates debtors• Manage the Vote role updates for election years• Preparation and adoption of revised Rating strategy

186211

25

Libraries This service provides:• Relevant contemporary library collections and services in Yackandandah and Beechworth, and in pop up libraries in smaller towns• Spaces for individuals and group study, reflection, activity and discovery• Promotion of literacy, reader development, and lifelong learning• Family and children library programs and activities

326327

1

Home and Community Care This service provides: • Domestic care, personal care and respite care, meals on wheels and property maintenance• Volunteer and community transport, and social support strategy development with a focus on disability and positive ageing

17380

(93)


DIMENSION / INDICATOR / MEASUREACTUAL

MATERIAL VARIATIONS2014 - 15 2015 - 16

EFFICIENCY

Expenditure level Expenses per property assessment

[Total expenses / Number of property assessments]

Revenue Level Average residential rate per residential property assessment

[Residential rate revenue / Number of residential property assessments]

Workforce TurnoverResignations and terminations compared to average staff

[Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100

$3,175

$1,668

15.13%

$3,649

$1,779

9.49%

Increase in expenses due to increased landfill rehabilitation and quarry restoration provisions.

Rates figure includes municipal charge and garbage as well as organics charge that was not in 2014/2015.

Reduction in resignations.




Workforce TurnoverResignations and terminations compared to average staff

[Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100

15.13% 9.49% Reduction in resignations.

LIQUIDITY

Working Capital Current assets compared to current liabilities

[Current assets / Current liabilities] x100

Unrestricted CashUnrestricted cash compared to current liabilities

[Unrestricted cash / Current liabilities] x100

150%

57.63%

129%

45.31%

Part of the Federal Assistance Grant relating to 2015/2016 received in 2014/2015 financial year.


STABILITY

Rates Concentration Rates compared to adjusted underlying revenue

[Rate revenue / Adjusted underlying revenue] x100

Rates Effort Rates compared to property values

[Rate revenue / Capital improved value of rateable properties in the municipality] x100

48.14%

0.51%

53.51%

0.54%

Increase in rates contains the new organics charge that was not in 2014/2015. Also a decrease in underlying revenue due to the Federal Assistance Grant being paid early in 2014/2015.

Increase in rates (including municipal charge, garbage and organics charge that was not included in 2014/2015) higher than the increase in property values.

OPERATING POSITION

Adjusted Underlying ResultAdjusted underlying surplus (or deficit)

[Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100

8.13% -10.91%

Change caused by early receipt of Federal Assistance Grants in 2014/2015 and a large increase in provisions for landfills and quarry restoration in 2015/2016.




OBLIGATIONS

Asset Renewal Asset renewal compared to depreciation

[Asset renewal expenses / Asset depreciation] x100

57.72% 74.80%

Increased expenditure of asset renewal compared to last year, along with reduction in depreciation.

Loans and Borrowings Loans and borrowings compared to rates

[Interest bearing loans and borrowings / Rate revenue] x100

31.84% 27.63%

Reduction in total funds borrowed compared to previous year, combined with increased rates and charges including introduction of organics service.

Loans and borrowings repayments compared to rates

[Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100

4.39% 5.34%

2015/2016 contained a full 12 months of a 2014/2015 loan that was taken up late in 2014/2015 also combined with rate increase including municipal charge, garbage and organics charge that were not included in 2014/2015.

Indebtedness Non-current liabilities compared to own source revenue

[Non-current liabilities / Own source revenue] x100

26.65% 38.01%Increase in landfill rehabilitation and quarry restoration provisions.

HOME AND COMMUNITY CARE

TimelinessTime taken to commence the HACC service

[Number of days between the referral of a new client and the commencement of HACC service / Number of new clients who have received a HACC service]

35.00 23.26

Reduction in days to respond due to improved system process, software and reporting. 2014 - 2015 data had a number of large abnormal variations.

Service standardCompliance with Community Care Common Standards

[Number of Community Care Common Standards expected outcomes met / Number of expected outcomes under the Community Care Common Standards] x100

72.22% 77.78%

Additional work in 2015 / 2016 to improve compliance. Remaining compliance gap has already been partially met.

Service costCost of domestic care service

[Cost of the domestic care service / Hours of domestic care service provided]

$52.55 $63.43Increased cost to deliver service due to one-off system improvement project.

Service costCost of personal care service

[Cost of the personal care service / Hours of personal care service provided]

$64.35 $42.44Reduction in net costs due to more efficient use of staff via systems and process improvements.




Service costCost of respite care service

[Cost of the respite care service / Hours of respite care service provided]

$63.70 $49.26Reduction in net costs due to more efficient use of staff via systems and process improvements.

LIBRARIES

UtilisationLibrary collection usage

[Number of library collection item loans / Number of library collection items]

2.57 3.36

Full year of the new Yackandandah Library, relocation / upgrade of the Beechworth Library and extended hours at Chiltern Library.

Resource standardStandard of library collection

[Number of library collection items purchased in the last 5 years / Number of library collection items] x100

55.00% 70.80%Increased collection due to the relocation / upgrade of the Beechworth Library.

Service costCost of library service

[Direct cost of the library service / Number of visits] $9.04 $6.29

Large increase in visitation has outweighed cost increases due to the full year of the new Yackandandah Library, relocation / upgrade of the Beechworth Library and extended hours at the Chiltern Library.


STRATEGIC FOCUS 4: DEVELOPING SUSTAINABLE COMMUNITIESThe following statement reviews the progress of Council in relation to major initiatives identified in the 2015-16 Budget for the year.


Implement Place making in Chiltern including adoption of a Structure Plan

Chiltern Place making and Structure Plan adopted by Council in June. Implementation of key strategic projects to be programmed and funded by Council and external grants across a number of years.

Supported the pilot Dementia-friendly communities project Completed

Rutherglen Rural Living StrategyStrategy adopted and planning scheme amendment process commenced.

The following statement provides information in relation to the services funded in the 2015-16 Budget and the persons or sections of the community who are provided the service.

SERVICE DESCRIPTION


VARIANCE$000

Community Development The purpose of this service is to:• Plan and provide opportunities for community activities and to identify and respond to issues• Support the community to become more self-sufficient and sustainable by giving them the tools and resilience to investigate and address local issues• Assist and support the community in the process of capacity building, building sustainability in community based decisions and in forming and maintaining strategic partnerships

251413

162

Planning The purpose of the statutory planning service is to:• Process all planning applications;• Act as the Planning Authority and Responsible Authority for the administration of the Indigo Planning Scheme as required of Council by State Government• Undertake the development and provision of land use policy in keeping with the Municipal Strategic Statement and Indigo Planning

604645

41


SERVICE DESCRIPTION


VARIANCE$000

Environmental Health Services

This service protects the community’s health and wellbeing by co-ordinating food safety support programs to:• Manage and deliver Council’s statutory duties under the provisions of the Food Act 1984 (food safety), Public Health & Wellbeing Health Act 2008, Environment Protection Act 1970, Tobacco Act 1987 and other associated Acts and Regulations through appropriate policy development, planning and service delivery

837

29

Building Control Services The purpose of this service is to fulfil theobligations required by Local Councils within the Building Act (1993) and the Building Regulations 2006:• By issuing building permits that promote safe and sustainable development• Monitoring Places of Public Entertainment• Inspecting, monitoring and controlling unsafe structures after accidents or acts of nature

8248

(34)

Swimming Pools This service provides outdoor swimming poolfacilities to 5 communities and to provide thecommunity with access to aquatic facilities,services and programs.

328259

(69)




2015 2016

AQUATIC FACILITIES

Service StandardHealth inspections of aquatic facilities

[Number of authorised officer inspections of Council aquatic facilities / Number of Council aquatic facilities]

1.20 1.00 In 2014/15 one pool was inspected twice.

Health and SafetyReportable safety incidents at aquatic facilities

[Number of WorkSafe reportable aquatic facility safety incidents]

0.00 0.00 No reported WorkSafe safety incidents.

Service CostCost of outdoor aquatic facilities

[Direct cost of outdoor aquatic facilities less income received / Number of visits to outdoor aquatic facilities]

$6.27 $7.50 Increase in supplier costs and water usage.




2015 2016

ANIMAL MANAGEMENT

TimelinessTime taken to action animal management requests

[Number of days between receipt and first response action for all animal management requests / Number of animal management requests]

1.00 1.00

Service standardAnimals reclaimed

[Number of animals reclaimed / Number of animals collected] x100

61.18% 45.19%

Percentage reduction correlates with increase in animals collected. The new contractor will implement enhanced record data system.

Service costCost of animal management service

[Direct cost of the animal management service / Number of registered animals]

$16.41 $17.17Number of animals registered in 2015/2016 is more accurate reflection of total registrations.

FOOD SAFETY

TimelinessTime taken to action food complaints

[Number of days between receipt and first response action for all food complaints / Number of food complaints]

1.00 1.00

Service standardFood safety assessments

[Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100

100% 100%

Service costCost of food safety service

[Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]

$384.13 $366.29Service efficiency maintained despite increase in registered premises.




2015 2016

MATERNAL AND CHILD HEALTH (MCH)

SatisfactionParticipation in first MCH home visit

[Number of first MCH home visits / Number of birth notifications received] x100

96.00% 97.69%

Service standardInfant enrolments in the MCH service

[Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100

84.00% 84.62%

Service costCost of the MCH service

[Cost of the MCH service / Hours worked by MCH nurses]

$99.36 $97.38

STATUTORY PLANNING

TimelinessTime taken to decide planning applications

[The median number of days between receipt of a planning application and a decision on the application]

32.00 33.00

Service standardPlanning applications decided within 60 days

[Number of planning application decisions made within 60 days / Number of planning application decisions made] x100

72.09% 79.94%Improvement due to completion of a number of long term outstanding permit applications and the addition of the third planning officer.

Service costCost of statutory planning service

[Direct cost of the statutory planning service / Number of planning applications received]

$590.10 $723.24The increase in cost is due to the addition of the third planning officer, and increased legal costs.



Governance, management and other informationThe Indigo Shire Council is constituted under the Local Government Act 1989 to provide leadership for the good governance of the shire and the local community. Council has a number of roles including:

• Taking into account the diverse needs of the local community in decision-making

• Providing leadership by establishing strategic objectives and monitoring achievements

• Ensuring that resources are managed in a responsible and accountable manner

• Advocating for the interests of the local community to other communities and governments

• Fostering community cohesion and encouraging active participation in civic life

Council is committed to effective and sustainable forms of democratic and corporate governance to ensure that Council and its administration meet the community’s priorities. The community has many opportunities to provide input into Council’s decision-making processes including community consultation, public forums such as Community Forums, and online, as well as the ability to make submissions on

various issues. Community members also participate on advisory and special committees.

Council’s formal decision-making processes are conducted through Council meetings and Special Committees of Council. Council delegates the majority of its decision-making to Council staff. These delegations are exercised in accordance with adopted Council policies.

MEETINGS OF COUNCIL

Council conducts open public meetings on the last Tuesday of each month. Members of the community are welcome to attend these meetings and observe from the gallery. Council meetings also provide the opportunity for community members to submit a question to the Council or make a submission. For the 2015-16 year Council held the following meetings:

• 11 ordinary Council meetings

• 6 special Council meetings

The following table provides a summary of Councillor attendance at Council meetings and Special Council meetings for the 2015-16 financial year.

COUNCILLORSCOUNCIL MEETING

SPECIAL COUNCIL MEETING

TOTAL

Cr James Trenery (Mayor) 11 6 17

Cr Peter Croucher (Deputy Mayor) 11 6 17

Cr Bernard Gaffney 11 6 17

Cr Barbara Murdoch 11 6 17

Cr Jenny O’Connor (Leave of absence 8-6-16 to 2-7-16)

9 2 11

Cr Roberta Horne 11 6 17

Cr Don Chambers (Dec. 11 October 2015) 3 0 3

Cr Emmerick Teissl (from 9 November 2015) 7 4 11

SPECIAL COMMITTEES

The Local Government Act 1989 allows councils to establish one or more special committees consisting of:

• Councillors

• Council staff

• Other people

• Any combination of the above

The following table contains a list of all Special Committees established by Council that are in operation and the purpose for which each committee was established.

GOVERNANCE

COUNCIL COMMITTEES

COUNCILLORS OFFICERS OTHER PURPOSE

Audit Committee 2 4 4

Oversee and monitor Council in carrying out its responsibilities

for accountable financial management and good corporate

governance.

Finance Committee 4 4 0To provide advice to Council on financial management matters.

ADVISORY COMMITTEES


Beechworth Trees Consultative Committee

2 1 9

To continuously monitor and review the content and implementation of the Indigo

Shire Council Tree Management Plan.

Burke Museum & Historic Precinct Advisory Committee

2 2 7To provide advice to Council on

matters relating to the Burke Museum and Historic Precinct.

Indigo Shire Community Grants Awards Advisory Committee

3 1 9

To provide advice and recommendations to Council on applications submitted under the

Community Grants Program.

Indigo Community Access Committee

1 2 7

To provide advice to Council on matters relating to disability and community access within the

Indigo Shire.

Indigo Environment Advisory Committee

3 3 15

To provide advice to Council on the development of Council policy as it relates to environmental and

sustainability matters.

Indigo Economic Development & Tourism Advisory Committee

2 2 10To provide advice to Council on

Economic Development and Tourism related initiatives.

Indigo Heritage Advisory Committee

3 4 12To provide advice and guidance to Council on heritage related

matters.

SPECIAL COMMITTEES (S.86)


Atauro Island Friendship Committee

1 0 7

Assist in promoting and developing a friendship

relationship between the sub-district of Atauro Island in Timor

Leste and the Indigo Shire Council.

Baarmutha Park 0 0 9Manage and coordinate the use

of Baarmutha Park.


SPECIAL COMMITTEES (S.86)


Beechworth District Meals on Wheels Volunteer Delivery Committee

0 1 7

Recruit, train, supervise and coordinate all volunteers/staff involved in the meals delivery

service.

Beechworth Memorial Hall Committee of Management

0 0 7Manage and coordinate the use

of the Beechworth Memorial Hall.

Chiltern Athenaeum Trust Committee


of the Chiltern Athenaeum.

Chiltern Community Centre & Courthouse Committee of Management

0 0 8Manage and coordinate the

use of the Chiltern Community Centre.

Chiltern Goods Shed Committee of Management


of the Chiltern Goods Shed.

Chiltern Memorial Hall Committee of Management


of the Chiltern Memorial Hall.

Coulston Park Committee of Management


of the Coulston Park facility.

Murray to Mountains Rail Trail

2 1 0Develop the marketing of the Rail

Trail and establish stage one.

Rutherglen Gold Battery Committee


of the Gold Battery.

Rutherglen Wine Centre Board Special Committee

3 0 8

The Board governs and directs the operation of the Rutherglen Wine Centre for and on behalf

of Council, Winemakers of Rutherglen Inc. and Rutherglen

Region Tourism.

Rutherglen Wine Bottle Committee of Management

0 0 11Manage the Rutherglen Wine

Bottle (water tower).

Stanley Solders Memorial Hall & Athenaeum Committee of Management

0 0 10Manage and coordinate the use of the Stanley Soldiers Memorial

Hall and Athenaeum facilities.

Wooragee Community Centre Committee of Management


of the Wooragee Community Centre facilities.

Yackandandah Public Hall & Courthouse Committee of Management

0 1 7Manage and coordinate the use of the Yackandandah Public Hall

and Courthouse.

Yackandandah Sports Park Committee of Management


of the Yackandandah Sports Park facilities.


AS OF 1 DECEMBER, 2015 COUNCILLORS MAYOR

PART A Allowance (As per Government Gazette) $19,350 $57,812

PART B Allowance (Equivalent to Superannuation of 9.5%)

$1838 $5,492

TOTAL $21,188 $63,304

CODE OF CONDUCT

The Local Government Act 1989 requires Councils to develop and approve a Councillor Code of Conduct within 12 months after each general election. On 7 June 2016 Council adopted a revised Councillor Code of Conduct designed to:

• Assist Councillors to maintain the highest standards of conduct and behaviour as well as provide a means to deal with problems they may encounter

• Attract the highest level of confidence from Council’s stakeholders

• Assist the Mayor and Councillors to discharge the responsibilities of their public office appropriately

In addition to setting out the Councillor Conduct Principles, the Code also outlines:

• Other conduct definitions under the Act, such as those relating to misuse of position, improper direction, breach of confidentiality and conflict of interest

• Roles and relationships

• Dispute resolution procedures

CONFLICT OF INTEREST

Councillors are elected by the residents and ratepayers to act in the best interests of the community. This is a position of trust that requires Councillors to act in the public interest. When a Council delegates its powers to a Council officer or a committee, the committee or officer also needs to act in the public interest.

A conflict of interest occurs when a personal or private interest might compromise the ability to act in the public interest. A conflict of interest exists even if no improper act results from it. Council has a comprehensive procedure in place to accommodate the disclosure of a conflict of interest. The opportunity to declare a conflict of interest is a standard agenda item for all Council and Committee meetings.

While the procedures vary depending on the particular role and circumstances, in general they involve disclosing the relevant interests in a specific way and then stepping aside from the relevant decision-making process or from the exercise of the public duty. A register is maintained to record all disclosed conflicts

of interest. During 2015-16, one conflict of interest was declared at a Special Committee meeting and seven conflicts of interest were declared at Council meetings.

COUNCILLOR ALLOWANCES

In accordance with Section 74 of the Local Government Act 1989, Councillors are entitled to receive an allowance while performing their duty as a Councillor. The Mayor is also entitled to receive a higher allowance.

The State Government sets the upper and lower limits for all allowances paid to Councillors and Mayors. Councils are divided into three categories based on the income and population of each Council. In this instance Indigo Shire Council is recognised as a category 1 Council.

For the period 1 July 2015 to 30 June 2016 the councillor annual allowance for a category 1 Council (as defined by the Local Government Act 1989) was fixed as follows:


COUNCILLOR EXPENSES

In accordance with Section 75 of the Local Government Act 1989, Council is required to reimburse a Councillor for expenses incurred while performing his or her duties as a Councillor. Council is also required to adopt and maintain a policy in relation to the reimbursement of expenses for Councillors. The policy provides guidance for the payment of reimbursements of expenses and the provision of

resources, facilities and other support to the Mayor and Councillors to enable them to discharge their duties. Council also publishes in its Annual Report the details of the expenses, including reimbursement of expenses for each Councillor and member of a Council Committee paid by the council. The details of the expenses for the 2015-16 year are set out in the following table.

COUNCILLORSTR$

CM$

CC$

IC$

CT$

TOTAL$

Cr James Trenery (Mayor) 2,597 1,368 3,965

Cr Peter Croucher (Deputy Mayor)

899 2,009 392 3,300

Cr Bernard Gaffney 899 1,485 2,009 956 5,349

Cr Jenny O’Connor 558 2,021 233 2,812

Cr Barbara Murdoch 441 2,314 500 3,255

Cr Roberta Horne 1,663 73 1,736

Cr Don Chambers (Dec. 11/10/2015)

441 1,040 500 1,981

Cr Emmerick Teissl (Start 19/11/2015)

1,222 779 254 2,255

Legend: TR-Travel; CM-Car Mileage; CC-Child Care; IC-Information and Communication expenses; CT-Conferences and Training expenses.

The following table contains a summary of the allowances paid to each councillor during the year.

COUNCILLORS ALLOWANCE $ VARIANCE EXPLANATIONS

Cr James Trenery (Mayor) 44,676

Cr Peter Croucher (Deputy Mayor) 20,955

Cr Bernard Gaffney 38,903 Part Year as Mayor

Cr Jenny O’Connor (leave from 7/6/15 to 2/7/16)

20,373Unpaid leave due to Federal election

candidacy

Cr Barbara Murdoch 20,955

Cr Roberta Horne 20,955

Cr Don Chambers (Dec. October 2015) 6,474Cr Chambers passed away on

11 October 2015

Cr Emmerick Teissl (from 9/11/2015) 12,323Cr Teissl was elected via countback to fill the

vacancy caused by the passing of Cr Chambers


MANAGEMENTCouncil has implemented a number of statutory and better practice items to strengthen its management framework. Having strong governance and management frameworks leads to better decision making by Council. The Act requires Council to undertake an assessment against the prescribed Governance and Management Checklist and include this in its Report of Operations. Council’s Governance and Management Checklist results are set out in the section below. The following items have been highlighted as important components of the management framework.

AUDIT COMMITTEEThe Audit Committee’s role is to oversee and monitor the effectiveness of Council in carrying out its responsibilities for accountable financial management, good corporate governance, maintaining an effective system of internal control and risk management and fostering an ethical environment. The Audit Committee consists of four skills-based independent members, Mr Rob Anderson (Chair), Ms Johanna Barker, Ms Kay Thawley, Ms Kate Thomson, and two Councillors, Cr Bernard Gaffney and Cr Barbara Murdoch. The chair is elected from amongst the independent members. Members are appointed on a three-year rotation. Positions are externally advertised at the end of each appointment.

The Audit Committee meets four times a year. The Chief Executive Officer, Director Corporate and Community Services and Manager Finance attend all Audit Committee meetings. Other management representatives attend as required to present reports. The external auditors attend in April and September each year to present the audit plan and independent audit report.

INTERNAL AUDIT Council’s internal audit program provides independent and objective assurance that the appropriate processes and controls are in place across Council. An internal Audit Plan is revised annually to ensure the audit resources remain focused on the appropriate areas of risk. The review process considers Council’s risk framework, the Council’s Organisational Risk Register, the Council Plan, the impact of any change on operations, systems, or the business environment; prior audit coverage, outcomes and management input. The internal Audit Plan is reviewed and approved by the Audit Committee annually.

The responsible Director or Manager for each area audited is required to attend the Audit Committee meeting to respond to questions in relation to the audit. All audit issues identified are risk rated. Recommendations are assigned to the responsible Manager and tracked in Council’s performance management system. Risk status updates are

reported to the Audit Committee and Executive Management Team quarterly.

The Audit Committee Plan for 2015-16 was completed with the following reviews conducted:

• Plant and fleet management procedures

• Cash security

• Business Continuity Plan

EXTERNAL AUDITCouncil is externally audited by the Victorian Auditor-General as part of meeting the requirements for the Local Government Performance Reporting Framework. For the 2015-16 year the annual external audit of Council’s Financial Statements and Performance Statement was conducted by the Victorian Auditor-General’s representative. The external audit management letter and responses are provided to the Audit Committee.

RISK MANAGEMENTIn May 2015, Council adopted a Risk Management Framework and Policy in line with current best practice in the management of business enterprise risks and current AS/NZS 31000 guidelines. The Risk Management Framework and Policy addresses items such as:

• Risk management culture and branding

• Communication and training

• Responsibilities of and to internal and external stakeholders

• Risk registers and development

• Inclusion of risk in Council's planning cycle, budget cycle and annual audit cycle

• A performance measurement system to report on the management of risk


GOVERNANCE & MANAGEMENTCHECKLISTThe following are the results in the prescribed form of Council’s assessment against the prescribed governance and management checklist.

GOVERNANCE AND MANAGEMENT ITEMS ASSESSMENT

1Community engagement policy (policy outlining council’s commitment to engaging with the community on matters of public interest)

Community Engagement PolicyDate of adoption: 31 May 2016 ✔

2Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community)

Community Engagement PlanDate of adoption: 31 May 2016 ✔

3Strategic Resource Plan (plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years)

Adopted in accordance with section 126 of the Act Strategic Resource PlanDate of adoption: 28 June 2016

✔

4

Annual budget (plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required)

Adopted in accordance with section 130 of the ActDate of adoption: 28 June 2016

✔

5Asset management plans (plans that set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years)

Date of operation of current plans: Bridges 14 June 2011Buildings 14 June 2011Drainage 8 May 2012Pathways 13 September 2011Roads 13 September 2011

✔

6Rating strategy (strategy setting out the rating structure of Council to levy rates and charges

Date of adoption: 26 April 2016 ✔

7Risk policy (policy outlining Council’s commitment and approach to minimising the risks to Council’s operations)

Date of adoption: 26 May 2016 ✔

8Fraud policy (policy outlining council’s commitment and approach to minimising the risk of fraud)

Fraud PolicyDate of adoption: 18 June 2013 ✔

9Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery)

Prepared and maintained in accordance with section 20 of the Emergency Management Act 1986Date of endorsement: 31 May 2016

✔

10

Procurement policy (policy under section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply to all purchases of goods, services and works)

Prepared and approved in accordance with section 186A of the Local Government Act 1989Procurement PolicyDate of approval: 29 September 2015

✔

11Business continuity plan (plan setting out the actions that will be undertaken to ensure that key services continue to operate in the event of a disaster)

Crisis Management PlanDate of adoption: 11 April 2014 ✔

12Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)

Crisis Management PlanDate of adoption: 11 April 2014 ✔

13Risk management framework (framework outlining council’s approach to managing risks to the Council’s operations)

Risk Management FrameworkDate of adoption: 26 May 2015 ✔


GOVERNANCE AND MANAGEMENT ITEMS ASSESSMENT

14

Audit Committee (advisory committee of council under section 139 of the Act whose role is to oversee the integrity of a council’s financial reporting, processes to manage risks to the council’s operations and for compliance with applicable legal, ethical, and regulatory requirements)

Established in accordance with section 139 of the ActDate of establishment: 25 November 2003Date of Charter adoption: 26 April 2016

✔

15

Internal audit (independent accounting professionals engaged by the council to provide analyses and recommendations aimed at improving council’s governance, risk and management controls)

Internal Auditors appointed: 9 July 2015 ✔

16

Performance reporting framework (a set of indicators measuring financial and non-financial performance, including the performance indicators referred to in section 131 of the Act)

Performance Reporting Framework Date of operation: 1 July 2015Reporting Dates: 23 February 2016 26 April 2016

✔

17

Council Plan reporting (report reviewing the performance of the council against the Council Plan, including the results in relation to the strategic indicators, for the first six months of the financial year)

Reporting dates: 15 September 2015 23 February 2016 26 April 2016

✔

18Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)

Statements presented to council in accordance with section 138(1) of the ActReporting dates: 15 September 2015 23 February 2016 26 April 2016

✔

19Risk reporting (quarterly reports of strategic risks to council’s operations, their likelihood and consequences of occurring and risk minimisation strategies)

Reporting dates: 27 July 2015 23 November 2015 22 February 2016 18 April 2016

✔

20

Performance reporting (six-monthly reports of indicators measuring the results against financial and non-financial performance, including performance indicators referred to in section 131 of the Act)

Reporting dates: 15 September 2015 23 February 2016 26 April 2016

✔

21

Annual report (annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial and performance statements)

Considered at a meeting of council in accordance with section 134 of the ActDate adopted: 27 October, 2015

✔

22Councillor Code of Conduct (Code under section 76C of the Act setting out the conduct principles and the dispute resolution processes to be followed by Councillors)

Reviewed in accordance with section 76C of the Act.Date adopted: 14 June 2016

✔

23Delegations (a document setting out the powers, duties and functions of council and the Chief Executive Officer that have been delegated to members of staff)

Reviewed in accordance with section 98(6) of the ActDate of adopted: 31 May 2016

✔

24Meeting procedures (a local law governing the conduct of meetings of council and special committees)

Date of adoption: 8 August 2009. Currently under review. ✔

I certify that this information presents fairly the status of Council’s governance and management arrangements.

____________________________

Ian EllettActing Chief Executive OfficerDated:

____________________________

Cr James TreneryMayorDated:


STATUTORY INFORMATIONThe following information is provided in accordance with legislative and other requirements applying to Council.

DOCUMENTS AVAILABLE FOR PUBLIC INSPECTIONIn accordance with Part 5 of the Local Government (General) Regulations 2015 the following is a list of the prescribed documents that are available for inspection or copies of the documents can be obtained for the purposes of section 222 of the Local Government Act 1989 at 2 Kurrajong Way, Mayday Hills, Beechworth:

• Details of overseas or interstate travel (with the exception of interstate travel by land for less than three days) undertaken in an official capacity by Councillors or any member of Council staff in the previous 12 months

• Agendas for and minutes of ordinary and special meetings held in the previous 12 months except if the minutes relate to parts of meetings which have been closed to members of the public

• Minutes of meetings of special committees held in the previous 12 months except if the minutes relate to parts of meetings which have been closed to members of the public

• A register of delegations

• A document containing details of all leases involving land which were entered into by the Council as lessor, including the lessee and the terms and the value of the lease

• A register of authorised officers

• A list of donations and grants made by the Council during the financial year

CARERS RECOGNITIONIn accordance with the Carers Recognition Act 2012, Council is required to report annually on its care measurement obligations under Section 11 of that Act. Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012. Council has promoted the principles of that Act to people in care relationships who receive Council services, to people in care relationships, and to the wider community by:

• Distributing printed material through relevant Council services

• Providing information to organisations represented in Council/community networks

Council has taken all practicable measures to ensure staff, council agents and volunteers working for council are informed about the principles and obligations of the Act by including information on the care relationship in:

• Council induction and training programs for staff working in Aged and Disability Services

• Council induction and training programs for staff working in front-line positions with the general community

• Induction and training programs for volunteers working directly with the community

Council has taken all practicable measures to review and modify policies, procedures and supports to include recognition of the carer relationship and has provided the following additional activities and resources to recognise the care relationship:

• Provision of respite services for carers of older and disabled residents

CONTRACTSDuring the year Council did not enter into any contracts valued at $150,000 or more without first engaging in a competitive process.

DISABILITY ACTION PLANIn accordance with section 38 of the Disability Act 2006, as Council has prepared a Disability Action Plan it must report on the implementation of the Disability Action Plan in its annual report.

Council has prepared a Disability Action Plan and implemented the following actions:

• Develop and implement a Volunteer Strategy that integrates the needs of people with a disability

• Promote events such as Carers Week

• Provide accessible publications

DOMESTIC ANIMAL MANAGEMENT PLANIn accordance with the Domestic Animals Act 1994, Council is required to prepare a Domestic Animal Management Plan at four yearly intervals and evaluate its implementation in the annual report. The 2014-18 version of the plan was adopted in July 2014. A recent State Government directive will require the preparation of a revised Domestic Animal Management Plan in 2017. All required actions of the 2014-18 Plan have been completed.

FOOD ACT MINISTERIAL DIRECTIONSIn accordance with section 7E of the Food Act 1984, Council is required to publish a summary of any Ministerial Directions received during the financial year in its annual report.

No such Ministerial Directions were received by Council during the financial year.


FREEDOM OF INFORMATIONIn accordance with section 7(4AA)(a) and 7(4AA)(b) of the Freedom of Information Act 1982, Council is required to publish certain statements in their annual report or separately such as on its website, concerning its functions and information available. Council has chosen to publish the statements separately however provides the following summary of the application and operation of the Freedom of Information Act 1982.

Access to documents may be obtained through written request to the Freedom of Information Officer (through Customer Service or via email), as detailed in section 17 of the Freedom of Information Act 1982 and in summary as follows:

• It should be in writing

• It should identify as clearly as possible which document(s) are being requested

• It should be accompanied by the appropriate application fee (the fee may be waived in certain circumstances)

Access charges may also apply once documents have been processed and a decision on access is made (e.g. photocopying and search and retrieval charges).

Further information regarding FOI can be found at www.foi.vic.gov.au and on the Indigo Shire Council website.

PROTECTED DISCLOSURE PROCEDURESThe Protected Disclosure Act 2012 aims to ensure openness and accountability in government by encouraging people to disclose improper conduct within the public sector and provide protection for people who make disclosures. Procedures on how to make a disclosure are publicly available on Council’s website.

During the 2015-16 year no disclosures were notified to Council officers appointed to receive disclosures, or to IBAC.

ROAD MANAGEMENT ACT MINISTERIAL DIRECTIONIn accordance with section 22 of the Road Management Act 2004, Council must publish a copy or summary of any Ministerial direction in its annual report. No such Ministerial Directions were received by Council during the financial year.


GLOSSARYAct • Means the Local Government Act 1989

Annual Report • Means a report of the council’s operations of the previous financial year and contains a report of operations, audited financial statements and an audited performance statement

Appropriateness • Means indicators or measures that provide users with sufficient information to assess the extent to which an entity has achieved a pre-determined target, goal or outcome

Budget • Means a plan setting out the services and initiatives to be funded for the financial year and how they will contribute to achieving the strategic objectives specified in the council plan

Council Plan • Means a plan setting out the medium-term strategic objectives, strategies, strategic indicators and resources reflecting vision and aspirations of the community for the next four year

Financial • Means a prescribed set of indicators and Performance measures that assess the effectiveness Indicators of financial management in a council covering operating position, liquidity, obligations, stability and efficiency

Financial • Means the financial statements and notes Statements prepared in accordance with the Local Government Model Financial Report, Australian Accounting Standards and other applicable standards as they apply to the general purpose financial reports and a statement of capital works and included in the annual report

Financial Year • Means the period of 12 months ending on 30 June each year

Indicator • Means what will be measured to assess performance

Initiatives • Means actions that are one-off in nature and/or lead to improvements in service

Major Initiative • means significant initiatives that will directly contribute to the achievement of the council plan during the current year and have a major focus in the budget

Measure • means how an indicator will be measured and takes the form of a computation, typically including a numerator and denominator

Minister • Means the Minister for Local Government

Performance • Means a statement including the results of Statement the prescribed service outcome indicators, financial performance indicators and sustainable capacity indicators for the financial year and included in the annual report

Planning and • Means the key statutory planning and Accountability reporting documents that are required to be Framework prepared by councils to ensure accountability to local communities in the performance of functions and exercise of powers under the Act

Regulations • Means the Local Government (Planning and Reporting) Regulations 2014

Relevance • Means indicators or measures that have a logical and consistent relationship to an entity's objectives and are linked to the outcomes to be achieved

Report of • Means a report containing a description of Operations the operations of the council during the financial year and included in the annual report

Services • Means assistance, support, advice and other actions undertaken by a council for the benefit of the local community

Service • Means the prescribed service performance Outcome indicators to be included in the performance Indicators statement which measure whether the stated service objective has been achieved

Service • Means a prescribed set of indicators Performance measuring the effectiveness and efficiency of Indicators council services covering appropriateness, quality, cost and service outcomes

Strategic • Means the outcomes a council is seeking to Objectives achieve over the next four years and included in the council plan

Strategic • Means a plan of the financial and non- Resource Plan financial resources for at least the next four years required to achieve the strategic objectives in the council plan. It is also referred to as a long term financial plan

Strategies • Means high level actions directed at achieving the strategic objectives in the council plan

Sustainable • Means a prescribed set of indicators Capacity measuring whether councils have the Indicators capacity to meet the agreed service and infrastructure needs of the local community and absorb foreseeable changes and unexpected shocks into the future covering financial performance, capacity and governance and management


Performance Statements


For the year ended 30 June 2016

Description of municipality

Townships and Areas

PERFORMANCE STATEMENT

Indigo Shire is located in Victoria’s picturesque North East and borders the Murray River and the Australian Alps. Indigo is renowned for its natural beauty and historic towns. Thousands of tourists visit the area each year to sample our food and wine and visit our many well-known festivals and events.

Industry in Indigo is mainly rural in nature, including agriculture, viticulture and horticulture. There are over 1150 separate businesses based in the Shire (excluding agribusinesses). Two operations each providing employment to more than 100 people are Murray Goulburn Co-operative, major producer of dairy products in Kiewa, and Uncle Toby’s, manufacturer of cereals and health food products, in Wahgunyah.

• Kiewa-Tangambalanga• Beechworth• Stanley• Rutherglen• Wahgunyah• Chiltern• Yackandandah• Allans Flat• Barnawartha• Browns Plains• Brimin• Bruarong• Carlyle• Chiltern Valley• Cornishtown

• Gundowring• Indigo Valley• Kergunyah• Lilliput• Norong• Osbornes Flat• Sandy Creek• Staghorn Flat• Wooragee• Huon• Barnawartha North• Charleroi• Silver Creek• Upper Sandy Creek



PERFORMANCE STATEMENT

Services we provide

• Asset management• Capital works delivery• Buildings & property management• Development engineering• Plant and fleet management• Drainage• Tree management• Parks and gardens• Buller Gas• Quarry management• Natural resource management• Emergency management• Foot path and road maintenance (& construction)• Waste Management• Economic Development • Placemaking• Land use and Town planning• Swimming Pools

• Burke Museum and Historical Precinct• Community Development• Carlyle Cemetery• Customer Service• Environmental and sustainable initiatives• Festivals and events support• Heritage matters• Community care• Meals on Wheels• Building Control• Immunisations• Libraries• Local Law enforcement• Maternal and Child Health• Tourism• Public Health• Recreation Services• Youth Services ... and much more.

Borders

Snapshot

Location 270km north east of MelbourneRegion North East VictoriaArea 2,038 sq kmLength of roads 1,452kmEst. 2012 population 15,431 (Source: ABS Regional Population Growth)

Voters 12,920 (VEC)

Number of councillors 7

Number of businesses 1,720 (Source: ABS Business Counts)

Budget Revenue Total $28.557 millionBudget Rate Revenue $14.651 millionEmployees 138 EFT

Indigo Shire shares a border with the municipalities of Wodonga, Wangaratta, Towong, Alpine and Moira Shire Councils.



2014 - 15 2015 - 16

PopulationExpenses per head of municipal population $1,710 $1,968[Total expenses / Municipal population]

Infrastructure per head of municipal population $11,699 $11,645[Value of infrastructure / Municipal population]

Population density per length of road 10.33 10.63[Municipal population / Kilometres of local roads]

Own-source revenue Own-source revenue per head of municipal population $1,249 $1,307[Own-source revenue / Municipal population]

Recurrent grants Recurrent grants per head of municipal population $566 $368[Recurrent grants / Municipal population]

Disadvantage

Relative socio-economic disadvantage 7.00 7.00

[Index of Relative Socio-economic Disadvantage by decile]

Results

SUSTAINABLE CAPACITY INDICATORS

Indicator /measure Material Variations


Increase in landfill rehabilitation and quarry restoration provisions.


SUSTAINABLE CAPACITY DEFINITIONS

"adjusted underlying revenue" means total income other than:(a) non-recurrent grants used to fund capital expenditure; and(b) non-monetary asset contributions; and(c) contributions to fund capital expenditure from sources other than those referred to above.

"infrastructure" means non-current property, plant and equipment excluding land

“local road” means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004

“population” means the resident population estimated by council

"own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including government grants)

"Relative socio-economic disadvantage", in relation to a municipality, means the relative socio-economic disadvantage, expressed as a decile for the relevent financial year, of the area in which the municipality is located according to the Index of Relative Socio-Economic Disadvantage (Catalogue Number 2033.0.55.0001) of SEIFA.

"SEIFA" means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet website

"unrestricted cash" means all cash and cash equivalents other than restricted cash.


2014 - 15 2015 - 16

Aquatic facilitiesUtilisationUtilisation of aquatic facilities 2.69 2.60[Number of visits to aquatic facilities / Municipal population]

Animal ManagementHealth and safetyAnimal management prosecutions 0.00 0.00[Number of successful animal management prosecutions]

Food safetyHealth and safetyCritical and major non-compliance notifications 100% 100%[Number of critical non-compliance notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance notifications and major non-compliance notifications about a food premises] x100

GovernanceSatisfaction Satisfaction with council decisions 58.00 60.00[Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

Home and Community Care

Participation

Participation in HACC service 35% 19%[Number of people that received a HACC service / Municipal target population for HACC services] x100

ParticipationParticipation in HACC service by CALD people 24% 9%[Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

LibrariesParticipation Active library members 13% 14%[Number of active library members / Municipal population] x100

Maternal and Child HealthParticipationParticipation in the MCH service 79% 80%[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

ParticipationParticipation in the MCH service by Aboriginal children 70% 72%

Error in data capture method in 2014/15. This has been rectified in 2015/2016.

Additional membership due to the first full year of the new Yackandandah Library, relocation / upgrade of the Beechworth Library and extended hours at Chiltern Library.

Results

SERVICE PERFORMANCE INDICATORSFor the year ended 30 June 2016

Service/indicator /measure Material Variations

Slight reduction in attendance due to seasonal conditions.

Figures reported 2014/15 incorrectly included delivered meals, centre-based meals and property maintenance. This has been rectified in 2015/2016.


2014 - 15 2015 - 16Results

SERVICE PERFORMANCE INDICATORSFor the year ended 30 June 2016

Service/indicator /measure Material Variations

RoadsSatisfaction Satisfaction with sealed local roads 58 55[Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

Statutory PlanningDecision making Council planning decisions upheld at VCAT 0% 40%[Number of VCAT decisions that did not set aside council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

Waste CollectionWaste diversionKerbside collection waste diverted from landfill 39% 65%[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

Compulsory kerbside organics collection service commenced July 2015. This has increased the volume of organic material diverted from landfill.

No VCAT decisions in the 2014/2015 year. Six decisions went to VCAT in 2015/2016. One decision withdrawn by agreement.


SERVICE PERFORMANCE DEFINITIONS

“Aboriginal child” means a child who is an Aboriginal person

“Aboriginal person” has the same meaning as in the Aboriginal Heritage Act 2006

“active library member” means a member of a library who has borrowed a book from the library

“annual report” means an annual report prepared by a council under sections 131, 132 and 133 of the Act

"CALD" means Culturally And Linguistically Diverse and refers to persons born outside Australia in acountry whose national language is not English.

“class 1 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food premises under section 19C of that Act

“class 2 food premises” means food premises, within the meaning of the Food Act 1984 , that have been declared as class 2 food premises under section 19C of that Act

“Community Care Common Standards“ means the Community Care Common Standards for the delivery of HACC services, published from time to time by the Commonwealth

“critical non-compliance outcome notification” means a notification received by council under section 19N(3) or (4) of the Food Act 1984 , or advice given to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to public health

“food premises” has the same meaning as in the Food Act program established under the Agreement entered

“HACC program” means the Home and Community Care for the purpose of the Home and Community Care Act 1985 of the Commonwealth

“HACC service” means home help, personal care or community respite provided under the HACC program

(b) non-monetary asset contributions; and

(c) contributions to fund capital expenditure from sources other than those referred to above.

“local road” means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004

“major non-compliance outcome notification” means a notification received by a council under section 19N(3) or (4) of the Food Act 1984, or advice given to council by an authorized officer under that Act, of a deficiency that does not pose an immediate serious threat to public health but may do so if no remedial action is taken

“MCH” means the Maternal and Child Health Service provided by a council to support the health and development of children within the municipality from birth until school age

“population” means the resident population estimated by council

“target population” has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act 1985 of the Commonwealth

“WorkSafe reportable aquatic facility safety incident” means an incident relating to a council aquatic facility that is required to be notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health


Dim

ensi

on/i

ndic

ator

/mea

sure

2014

- 15

2015

- 16

2016

- 17

2017

- 18

2018

- 19

2019

- 20

Mat

eria

l Var

iatio

ns

Effic

ienc

y

Expe

nditu

re le

vel

Expe

nses

per

pro

pert

y as

sess

men

t$3

,175

$3,6

24$3

,313

$3,5

01$3

,300

$3,2

87 [T

otal

exp

ense

s / N

umbe

r of p

rope

rty

asse

ssm

ents

]

Reve

nue

leve

l Av

erag

e re

siden

tial r

ate

per r

esid

entia

l pro

pert

y as

sess

men

t$1

,668

$1,7

79$1

,788

$1,7

99$1

,810

$1,8

20[R

esid

entia

l rat

e re

venu

e / N

umbe

r of r

esid

entia

l pro

pert

y as

sess

men

ts]

Wor

kfor

ce tu

rnov

er

Resig

natio

ns a

nd te

rmin

atio

ns co

mpa

red

to a

vera

ge st

aff

15.1

3%9.

49%

9.32

%9.

32%

9.32

%9.

32%

Redu

ctio

n in

resig

natio

ns.

[Num

ber o

f per

man

ent s

taff

resig

natio

ns a

nd te

rmin

atio

ns /

Aver

age

num

ber o

f pe

rman

ent s

taff

for t

he fi

nanc

ial y

ear]

x10

0

Liqu

idity

Wor

king

cap

ital

Curr

ent a

sset

s com

pare

d to

curr

ent l

iabi

litie

s15

0%12

9%11

3%11

3%12

1%13

7%[C

urre

nt a

sset

s / C

urre

nt li

abili

ties]

x10

0

Unr

estr

icte

d ca

sh

Unre

stric

ted

cash

com

pare

d to

curr

ent l

iabi

litie

s57

.63%

61.8

8%42

.92%

48.9

0%57

.92%

79.2

9%

[Unr

estr

icte

d ca

sh /

Curr

ent l

iabi

litie

s] x

100

Stab

ility

Rate

s con

cent

ratio

n Ra

tes c

ompa

red

to a

djus

ted

unde

rlyin

g re

venu

e48

.14%

53.5

1%52

.22%

55.5

8%55

.53%

55.3

5%[R

ate

reve

nue

/ Adj

uste

d un

derly

ing

reve

nue]

x10

0

Rate

s effo

rt

Rate

s com

pare

d to

pro

pert

y va

lues

0.51

%0.

54%

0.53

%0.

52%

0.52

%0.

51%

[Rat

e re

venu

e / C

apita

l im

prov

ed v

alue

of r

atea

ble

prop

ertie

s in

the

mun

icip

ality

] x10

0

Incr

ease

in ra

tes (

incl

udin

g or

gani

cs c

harg

e th

at w

as n

ot in

clud

ed in

20

14/2

015)

hig

her t

han

the

incr

ease

in p

rope

rty

valu

es.

Rate

s fig

ure

incl

udes

mun

icip

al c

harg

e an

d ga

rbag

e as

wel

l as o

rgan

ics

char

ge th

at w

as n

ot in

201

4/20

15.

Incr

ease

in e

xpen

ses d

ue to

incr

ease

d la

ndfil

l reh

abili

tatio

n an

d qu

arry

re

stor

atio

n pr

ovisi

ons.

Incr

ease

in ra

tes c

onta

ins t

he n

ew o

rgan

ics c

harg

e th

at w

as n

ot in

clud

ed

in 2

014/

2015

. Al

so a

dec

reas

e in

und

erly

ing

reve

nue

due

to th

e Fe

dera

l As

sista

nce

Gran

t bei

ng p

aid

early

in 2

014/

2015

.

FIN

ANCI

AL P

ERFO

RMAN

CE IN

DICA

TORS

For t

he y

ear e

nded

30

June

201

6

Part

of t

he F

eder

al A

ssist

ance

Gra

nt re

latin

g to

201

5/20

16 re

ceiv

ed in

20

14/2

015

finan

cial

yea

r.

Part

of t

he F

eder

al A

ssist

ance

Gra

nt re

latin

g to

201

5/20

16 re

ceiv

ed in

20

14/2

015

finan

cial

yea

r. P

lus c

arry

forw

ard

capi

tal w

orks

incl

uded

as

rest

ricte

d ca

sh in

201

4/15

but

VAG

O d

efin

ition

for 2

015/

16 re

quire

d ca

pita

l wor

ks to

be

no lo

nger

incl

uded

as r

estr

icte

d ca

sh.

Fore

cast

sAc

tual


Dim

ensi

on/i

ndic

ator

/mea

sure

2014

- 15

2015

- 16

2016

- 17

2017

- 18

2018

- 19

2019

- 20

Mat

eria

l Var

iatio

ns

FIN

ANCI

AL P

ERFO

RMAN

CE IN

DICA

TORS

For t

he y

ear e

nded

30

June

201

6Fo

reca

sts

Actu

al

Ope

ratin

g po

sitio

n

Adju

sted

und

erly

ing

resu

ltAd

just

ed u

nder

lyin

g su

rplu

s (or

def

icit)

8.13

%-1

0.18

%2.

34%

-9.2

0%-2

.22%

-0.9

2%[A

djus

ted

unde

rlyin

g su

rplu

s (de

ficit)

/ Adj

uste

d un

derly

ing

reve

nue]

x10

0

Obl

igat

ions

Asse

t ren

ewal

As

set r

enew

al co

mpa

red

to d

epre

ciat

ion

57.7

2%74

.80%

64.6

6%64

.59%

62.2

9%61

.33%

[Ass

et re

new

al e

xpen

ses /

Ass

et d

epre

ciat

ion]

x10

0

Loan

s and

bor

row

ings

Lo

ans a

nd b

orro

win

gs co

mpa

red

to ra

tes

31.8

4%27

.63%

26.9

2%23

.23%

19.3

9%15

.63%

[Inte

rest

bea

ring

loan

s and

bor

row

ings

/ Ra

te re

venu

e] x

100

Loan

s and

bor

row

ings

repa

ymen

ts co

mpa

red

to ra

tes

4.39

%5.

34%

4.95

%5.

30%

5.17

%5.

05%

[Inte

rest

and

prin

cipa

l rep

aym

ents

on

inte

rest

bea

ring

loan

s and

bor

row

ings

/ Ra

te

reve

nue]

x10

0

Inde

bted

ness

N

on-c

urre

nt li

abili

ties c

ompa

red

to o

wn

sour

ce re

venu

e26

.65%

38.0

1%36

.19%

33.6

0%31

.10%

28.6

0%[N

on-c

urre

nt li

abili

ties /

Ow

n so

urce

reve

nue]

x10

0In

crea

se in

land

fill r

ehab

ilita

tion

and

quar

ry re

stor

atio

n pr

ovisi

ons.

2015

/201

6 co

ntai

ned

a fu

ll 12

mon

ths o

f a 2

014/

2015

loan

that

was

ta

ken

up la

te in

201

4/20

15 a

lso c

ombi

ned

with

rate

incr

ease

incl

udin

g or

gani

cs c

harg

e th

at w

ere

not i

nclu

ded

in 2

014/

2015

.

Incr

ease

d ex

pend

iture

of a

sset

rene

wal

com

pare

d to

last

yea

r, al

ong

with

redu

ctio

n in

dep

reci

atio

n

Redu

ctio

n in

tota

l fun

ds b

orro

wed

com

pare

d to

pre

viou

s yea

r, co

mbi

ned

with

incr

ease

d ra

tes a

nd c

harg

es in

clud

ing

intr

oduc

tion

of

orga

nics

serv

ice.

Chan

ge c

ause

d by

ear

ly re

ceip

t of F

eder

al A

ssist

ance

Gra

nts i

n 20

14/2

015

and

a la

rge

incr

ease

in p

rovi

sions

for l

andf

illes

and

qua

rry

rest

orat

ion

in 2

015/

2016

.


FINANCIAL PERFORMANCE DEFINITIONS

"adjusted underlying revenue" means total income other than—

(a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions; and (c) contributions to fund capital expenditure from sources other than those referred to in paragraphs (a)

"Adjusted underlying surplus (or deficit)" means adjusted underlying revenue less total expenditure

"asset renewal expenditure" means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability

"Current assets" has the same meaning as in the AAS

"current liabilities" has the same meaning as in the AAS

"non-current assets" means all assets other than current assets

"non-current liabilities" means all liabilities other than current liabilities

"Non-recurrent grant" means a grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a Council's Strategic Resource Plan

"own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including government grants)

"population" means the resident population estimated by council

"rate revenue" means revenue from general rates, municipal charges, service rates and service charges

"recurrent grant" means a grant other than a non-recurrent grant

"residential rates" means revenue from general rates, municipal charges, service rates and service charges levied on residential properties

"restricted cash" means cash and cash equivalents, within the meaning of the AAS, that are not available for use other than for purpose for which it is restricted. Primarily relates to where there is a statute or law determining the nature of how the cash is to be considered.

"unrestricted cash" means all cash and cash equivalents other than restricted cash.


OTHER INFORMATIONFor the year ended 30 June 2016

BASIS OF PREPARATION

Council is required to prepare and include a performance statement within its annual report. The performance statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014.

Where applicable the results in the performance statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from council information systems or from third parties (e.g. Australian Bureau of Statistics).

The performance statement presents the actual results for the current year and for the prescribed financial performance indicators and measures, the results forecast by the council’s Strategic Resource Plan. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the performance statement. Council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature.

The forecast figures included in the performance statement are those adopted by Council in its strategic resource plan on 28/06/2016 and which forms part of the Council Plan. The strategic resource plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The strategic resource plan can be obtained by contacting Council.

Financial Reports



used in


-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-


- -


[email protected]